 By Joe Gaetan
December 6th, 2025
BURLINGTON, ON
Burlington has spent years trying to improve its transit system. Routes have been redrawn, schedules adjusted, buses upgraded, consultants hired, and millions invested. Yet for all that work, the city keeps running up against the same frustrating truth: Burlington was built for cars, and no amount of tinkering can turn it into a city where traditional fixed-route buses operate efficiently.
 QEW cuts through the city. To understand why that matters, it helps to look at the physical reality of our city. Burlington is carved into pieces by major infrastructure. The QEW and 403 form a massive east-west barrier. The CN freight corridor and GO rail line slice along the south end of the city with only a few places to cross. Dundas Street creates a northern boundary that is fast-moving and difficult to navigate on foot. This patchwork leaves buses weaving in and out of neighbourhoods just to get from one side of the city to the other. The system we inherited cannot succeed using the same tools that work in big cities. Which is why residents choose to drive – even if they prefer not to.
Inside those neighbourhoods, the challenge grows. Burlington developed with winding crescents, cul-de-sacs, and subdivisions that were intentionally designed to discourage through traffic. It’s part of what makes the city pleasant to live, but a nightmare for bus routing. Traditional transit needs straight, continuous corridors to maintain reliability. Burlington is full of curves, loops, and pockets that require detours, long travel times, and the kind of indirect routing that turns a simple trip into a long one.
Layer on the fact that Burlington is largely low-density, with single-family homes spread far apart, and the problem becomes structural. A big bus passing through a neighbourhood where the nearest person might be a ten-minute walk from the stop is never going to attract large numbers of riders.
The Alternative
The alternative, ARGO’s Smart Routing™. A system used elsewhere and now being piloted in Brampton and Bradford West Gwillimbury. Instead of relying on fixed routes and large buses, it uses smaller electric vehicles that respond in real time to where riders actually are. In short, it’s a system designed for suburban cities like Burlington.
 19 passenger electric buses that would work on an on-demand model. ARGO’s Smart Routing adapts transit to where people actually are. Riders request a trip a day ahead, and the system then sends an electric vehicle to pick them up at or near their home. No more walking long distances to a stop, waiting in the cold or heat, dodging rain sleet or snow hoping a delayed bus will show up.
The door-to-door model can dramatically improve use for seniors and people with accessibility needs-something deeply important as the city plans for the future.
Perhaps most importantly, this model is cost-responsive. Instead of putting large, expensive buses on routes where they routinely carry one or two passengers, the ARGO system deploys vehicles where and when they’re needed. That means higher utilization, lower operating costs per trip, and a more efficient use of taxpayer dollars.
A pilot program would give Burlington the ability to test the concept, measure outcomes, and collect data before making long-term decisions. And on that note – we also need to ask riders to tap on and off each segment. The potential upside – better service, lower cost, and higher ridership.
Burlington spends millions on transit and has floated the idea of purchasing hybrid/electric buses at a cost of roughly $1.5 million each for buses that on average carry just one rider. The e-Jest buses used by Argo and deployed in cities like Sain John NB and Santa Maria CA run around $350,000.
Burlington has an opportunity to reinvent transit by integrating micro-transit alongside our existing system. Rather than pushing harder on a model that struggles no matter how much money we pour into it, why not explore a system designed for cities like ours.
ARGO may not solve every challenge. But it may be the solution that truly fits Burlington. Link to how ARGO works. Get a peek at what the electric 19 passenger buses look like.
Finally, this is exactly the kind of Canadian-made innovation that Prime Minister Mark Carney and Premier Doug Ford should be looking to champion, not only as a smarter transit solution for cities like Burlington, but as a strategic investment in a homegrown company with national and international potential.
By Jim Barnett
November 25th, 2025
BURLINGTON, ON
Editor’s note: Jim Barnett is a long-time resident, lives in the eastern side of the city and has been delegating to Council for years. Lots of references to the Budget book in his delegation to City Council. Pay attention to the increases he points out.
 Jim Barnett: Burlington’s portion of the budget is still more than double the rate of inflation. Reading through the proposed budget was both enlightening and at the same time disturbing. It was obvious that a lot of thought had gone into the budget preparation but Burlington’s portion still resulted in an increase more than double the rate of inflation. It still references a 2.98 % increase when the final police budget has not been factored in and includes education, an area where the city has no influence and is being used to mask the magnitude of the city spending. This needs more explanation since our population is not increasing, its less than one percent, and most economists are suggesting the economy is slowing and spending restraint is required. There seems to be large increases in salary and benefits in most areas, 6 or 7 percent or more when the private sector is less than 3 %. Why is this? Where is the detailed justification? Since city employees put the budget together, they are also the beneficiaries of these salary and benefit increases.
Do they have a conflict of interest?
Some examples are:
Page 81, Development and growth Management up 10.9%
Page 101, Community service Admin. Wages and Benefits up 8.6%
Page 106, Wages and Benefits in Transit up 7.5%
Page 125, Customer experience up 8.6 %
Page 132, Public works Wages and benefits up 10.5%
Page 161 Legal Salaries and wages up 20.4%
Page 183 Finance Salaries up 9.9%
While it appears that the employee count is stable, should it not be coming down since the city is not growing? In addition, there is consultant growth in a number of areas, masking employee growth.
Some examples are:
Page 106 Transit consultants up 28.6%
Page 113 Recreation consultants up 9.5 %
Page 144Transportation consultants up 13.5%
Page 158 Corporate and legal consultants up 16.1 %
Page 161 Legal consultants up 141.9%
Page 187 Finance consultants up 17.4%
The above is just a short list from the many examples of large salary, benefit, and consulting increases in the budget.
Throughout the document there are statements about money being spent to improve or better something. But for the most part there are no measurable statements about how much better so that you know if the action taken produced the desired results. This would be standard in a well-run organization.
My second main concern in the budget is the whole issue of Transit. We have the situation where we have million-dollar buses hauling on average of a little over one passenger at a time. To me this does not make any sense. The budget shows operating and capital expenses for this year of 32 million dollars with an income from all sources of 6.6 million, a loss of 25.4 million.
In addition to this there is close to half a million dollars in other areas of the budget to try and improve transit, such as special signal lights. Since less than 10 percent of the population uses transit, please see the following for discussion purposes.
There is a Burlington Transit statistic that shows an average boarding of 27 passengers per hour. If there are more than 27 busses is service on average, it supports the statement that the loading is in the one passenger per bus on average.
Average ridership over 50 weeks is estimated at 150 trips per year. 3,000,000 total rides
Number of passengers 3,000,000/150 equals 20,000
Subsidy per passenger $30,000,000/ 20,000 equal 1500’s dollars per rider.
The math may not be perfect. If not show me yours.
Burlington Transit has engaged a consultant. The report is not going to be available until next March or April, well past this year’s budget preparation. I attended one of the information meetings. It was clear, in my opinion, the consultants were looking for support for more buses, more routes, more options and more frequency. They did not spend any time looking for ways to reduce costs and improve efficiency in the use of the assets.
On top of this they are looking for ways to electrify the fleet which takes the cost of a 40-passenger bus from one million to one and a half million per bus!
There are numerous complaints about the busses not arriving on time. As a solution to the tardiness, Burlington Transit is suggesting more shelters with more amenities. Will they propose air conditioning in the summer and heating in the winter, maybe a TV, possibly a washroom for the convenience of passengers waiting for the bus to arrive?
On page 563, the plan is to buy all new busses at 40 ft, and spending 57.4 million dollars over 10 years for these busses. Why?
This area needs a lot of work. The category is the fourth most expensive in the city yet it only serves a small percentage of the population. See page 27.
My penultimate point. The mayor correctly asks for proper decorum and polite interchange. I totally agree. Politicians and staff should not feel intimidated or threatened as they carry out their responsibilities. It would be helpful if the politicians would respond to our questions with a dialogue rather than practicing to be in the house of commons for Question period or ignoring our inquiries altogether.
Some general comments.
Page 16 Several existing positions were relocated saving 1.2 million. If the people are still there, there was no cost avoidance.
Page 17: Eliminated two administrative roles in Engineering by moving contact to Service Burlington. Were there underutilized people in Service Burlington, or more hires there?
Page 39 Average tax increases for the next 5 years are forecasted at 5.23%. This is far more than inflation is forecasted. I suggest a lot of work needs to be done to keep Burlington affordable.
Page 40 Since there is not going to be much growth in the city, why are Development and Growth management costs increasing by 10.9% Transit up 7.3 % plus other costs in Engineering. Community Services Administration 8.0%. Customer experience 9.9% It seems that council wants to spend a lot of money to try and convince us they are doing a good job.
Page 43 Human resources costs increasing 6.3 %, with Benefits moving up 9.25%
Page 44 Some of the vertical columns do not add. The most distressing number is an almost 10 percent (9.8) increase in staff in an almost no growth city.
Page 45 and 46 The Transit category is the fourth largest consumer of tax dollars.
Page 81 Development and Growth management, an increase of 10.9%
Many jurisdictions are backing away from general greening targets, particularly in green fleet targets. Burlington’s budget seems to be going the other way. Why is this?
There are a lot of people working more hours per week in Burlington for wage and benefit packages far below that enjoyed by the city workers without anything close to the same job security. There is a major housing issue, a growing food insecurity with more and more people having to resort to food banks. The proposed city taxes are going to increase the hardships on a lot of people in Burlington. I ask that you keep that in mind in your deliberations.
Finally, I would like to take a moment of silence to posthumously thank Ann Marsden for her years of work trying to bring accountability and transparency to city council.
Jim – you weren’t able to say to the end of the day-long meeting when they announced that the forecasted increase for 2026 is 5.8% The final number will be determined by what the Regions decides it is going to need.
 By Pepper Parr
November 24, 2025
BURLINGTON, ON
It was the longest Standing Committee Council meeting put in by the seven members since they were first elected in 2028
Rather than adjourn at 4:30 pm – they pushed through to 5:39 so they could approve a recommendation that would go to Council on December 2nd and not have to return to Council the following day.
The disappointing part of the exercise is that they all skipped out the door without telling the public just what the CITY tax rate increase was going to be.
 I got it below 4.5% – 4.46% Mayor Meed Ward wanted to be able to tell the public that the blended tax rate was going to be less than 4.50% – they got it to 4.46%
The blended rate is the average of the school board rate, the Regional rate and the city rate. Of the three, the only one the Council determines is the amount of money the city will spend. That number was never uttered during the final minutes of the meeting.
I was reminded of what is called the Three Shell Game – A Con Artist Game Magic Trick.
 City CFO Craig Millar; put a couple of very good ideas on the table. In the next couple of weeks, you will hear every member of Council and the City CFO Craig Millar tell you that the tax increase is 4.49.
The fact is the City budget increase is 5.8% resulting in a proposed overall property tax increase of 4.46% (pending and changes at Halton Region). Information we got from a Staff member who was still at her desk at 6:20pm
Some interesting spending. Transit, Indigenous Affairs and Park Benches we all debated at length.
 Councillor Bentivegna struggled to understand far too many of the Motions being debated – one of which he put on the table.
Give us a day or two to put together a news report.
 By Gazette Staff
November 19th, 2025
BURLINGTON, ON
Starting January 1, 2026, responsibility for residential Blue Box recycling in Halton Region—including Burlington, Halton Hills, Milton, and Oakville—will transition to Circular Materials Ontario.
This change is part of Ontario’s plan to enhance the Blue Box program, introduced in June 2021. Under a ‘producer responsibility’ model, businesses that create packaging and paper products will take on financial and operational responsibility for recycling, including curbside collection.
 This is a big deal; – better management of waste products and the manufacturers of those products paying for their disposal. “Halton Region continues to work with all levels of government and industry partners to support the shift of recycling to full producer responsibility”, said Halton Regional Chair Gary Carr. “This transition ensures producers take responsibility for the packaging they create and supply, while residents across the province benefit from a standardized list of acceptable Blue Box items.”
What is changing
Starting January 1, 2026:
- Circular Materials Ontario will manage the residential Blue Box program for Burlington, Halton Hills, Milton and Oakville.
- More items will be recycled and the list of acceptable items for recycling will be consistent across Ontario. Residents will go to Circular Materials Ontario for information about acceptable items and how to use the program.
- Miller Waste, contracted by Circular Materials Ontario, will handle recycling curbside collection. Residents will contact Miller Waste for customer service inquiries, including how to replace a Blue Box and report missed collection.
What is staying the same
- Curbside collection schedules for recycling remain unchanged – same days, same Miller Waste trucks.
- Residents can continue using their existing Blue Boxes or clear bags for collection.
- Collection schedules for Green Cart, Garbage, Yard Waste, Bulk and Metal Appliance collections as well as services at the Halton Waste Management Site remain unchanged and continue to be provided by Halton Region.
Staying informed
To stay informed of the Blue Box transition and get updates on recycling residents are directed to visit Circular Materials Ontario.
 Better waste management. For information on all other waste management programs, residents can continue to go to halton.ca/waste or sign up for email updates through the online calendar tool. Residents can also email accesshalton@halton.ca or call 311 with specific inquiries.
About Halton
The Regional Municipality of Halton serves more than 650,000 residents in the City of Burlington, the Town of Halton Hills, the Town of Milton, and the Town of Oakville. Halton Region is committed to meeting the needs of its residents through the delivery of cost-effective, quality programs and services, including water and wastewater; Regional roads and infrastructure planning; paramedic services; waste management; public health; social assistance; children’s and seniors’ services; housing services; and emergency management.
This is a big deal that has taken a considerable amount of time to get in place. Next step is to include the returning and recycling of glass products.
-30-
 By Pepper Parr
November 14th, 2025
BURLINGTON, ON
City Chief Administrative Officer Curt Benson had explained his position on the recommendation from Rubicon Strategy, a consulting firm hired by the city to review the service that Burlington Economic Development and Tourism (BEDT) was providing.
BEDT is a not for profit corporation owned by the city and operating at arms length.
Now it was time for members of Council to ask questions. This article has been edited for length and clarity. It is lengthy. And it is the toughest grilling I have ever seen a City Manager get from a City Council
Councillor Sharman was chair of the meeting and he was asking who had questions. It took a moment or two for someone to put their hand up.
Councillor Bentivegna: Thanks for the comments that you made. My concern is the items that you spoke about. For example, city staff believes that they will be successful in transitioning to strengthen relationships with the business community. It’s a great statement, and we all want that. How are we going to do it? Are we making a decision here today, one way or the other? I don’t have the information I need. So, so where do we go from? I need to know, what those next steps?
 CAO Curt Benson was put through a 45 minute grilling by six of the seven members of Council. Mayor Meed Ward was the only member of Council who supported his position. It was his toughest day on a job he hasn’t held for six months yet. Curt Benson CAO: As outlined in the report councilor, we’re looking to work in collaboration with the independent organization and establish a transition plan. So you’re right. A lot of the details around the specifics of the makeup of the service agreement are actually going to be coming through the transition plan. So we don’t have that information for you. I think in principle, we feel strongly that we can land on an integrated model that costs less than what’s being cost today to deliver those services. We believe that there are some services that are actually already being provided by the city that perhaps can be integrated, aligned or optimized with the work going forward. That’s what we have here today.
Bentivegna: My second question has to do with efficiencies. You mentioned that you wanted efficiencies and a clear line of sight to the business community. We all want that’s not an easy task in any business that we get into, or anything that we want to do to follow up on. Is there a plan somewhere that we could see in making these serious decisions moving forward. From my standpoint, I feel comfortable in saying, okay, I get it. I’m prepared to make that move.
Benson: I think the value is in actually having the conversation and the collaboration with the board and staff, and I want to kind of address this. There are comments made in the report that don’t properly reflect the significant value that many of the initiatives have driven over time. And so I think that what we need to do is really understand where some of the pain points are, where some of the duplication exists, where some of the clumsiness of the handoffs that should be there, that aren’t there. There’s a lot of room for improvement. And I think the value is in taking stock and the values in having that conversation and coming back to council with the results of that conversation to identify where we can better integrate, where can we improve. That is going to take time and discussion.
Galbraith: The report talks about a lot of the comparisons to other municipalities, listing some of the internal and external: almost 90% of all municipalities have this as an internal function. What doesn’t compare is, their budgets? Do we have any idea what a similar municipality to Burlington would have in the way a budget for any other internal economic development functions compared to the $2 million we spend?
Benson: Maybe I could ask Andrew Scott, our Chief Transformation Officer, can come to the lectern to give Council some information on that.
 Andrew Scott, Chief Transformation Officer Andrew Scott: There’s a variety of different approaches that municipalities take. Setting that in context, there are different approaches and different programs and services that are offered, but in terms of a municipality of the size that you’re talking about in Burlington, around 180,000 to 200,000 people is getting close to fully maturing. From a built-out perspective, you’re typically looking at a range of about a million to $1.2 million in terms of the impact on the operating budget. That doesn’t include any capital considerations, capital projects. But in terms of operating you’re typically looking at that sort of range. Ours isn’t probably identical to others, because we added the tourism function. So you know, what’s a tourism internal operating cost? I don’t know if you’d know the answer.
Scott: I can only speak for the municipality that I worked at previously, there was no tourism function that was in house. That was something that was left entirely to independent organizations. There was no municipal accommodation tax that was applied by the local municipality either.
Gailbraith: Okay, thanks for that second question. Maybe while you’re up there. I understand there’s funding available for economic development tourism through the Green Municipal Fund, If we move the operation internally, are we eligible for that? I understand we’re probably not. Now with an external operation, is that is that correct?
Scott: So there are a number of grant opportunities that are available through the provincial and the federal government, that are available to municipalities. They are not available to nonprofit or independent corporations or organizations. So by bringing them in, by bringing economic development tourism in house, that would allow the municipality to apply for those funds and allocate those funds to that, you know, to that internal organization, but they can apply now as an external as an independent Corporation, they are not eligible for application directly to those funds. That’s correct. The three that comes to mind, you’re correct, the Green Municipal Fund. There’s also the Housing Accelerator Fund and the Building Faster Fund as well, depending on if we were successful in our in our growth topics.
 Shawna Stolte: Councillor for Ward 4 Councillor Stolte: Back over to you. Curt, so all things be being equal. I fundamentally and theoretically believe in economic development being internal to the city. But historically, over the last couple of years, , the corporation has had significant struggles with staff morale and staff feeling different levels of support, which has resulted in a lot of turnover and lack of consistency. So as our newer CAO, I’m wondering, how do you believe staff morale is doing, and do you believe that there’s any risk that we would be looking at of bringing active in house, and could there be a negative effect due to some of the challenges that internal staff groups have had?
Benson: Staff, culture, staff, morale are big issues. There are important issues, and they’re issues that are very difficult to resolve quickly or and they require a great deal of deliberate kind of action and care to resolve them. Since getting into this role, you know, I think it’s fundamental for me to really drive change in this organization. I do think we have many opportunities to get our culture there. I don’t anticipate any negative consequences with an integrated model. I actually see opportunities when I think of an integrated model, empowering staff, having that line of sight to helping a broader segment of those in the community, our business community, I think those are really empowering so but I do think it’s it absolutely is something that would be top of mind in defining what the model looks like. Specifically, I think it’s really important.
Stolte: Would you be willing to make that commitment? Should the decision go in the way of bringing it internal that you would do? Well, you know what? I think I probably know the answer to that question. You do everything you could to ensure that that staff morale and that positive engagement is top of mind. I just wanted to build on a question of clarity from councillor Galbraith, because the finance section of this report is pretty much absent, and it could be very compelling to hear that bringing EcoDev and tourism in house would open up new opportunities for funding grants and the two that I heard, which was the Green Fund And the housing accelerator fund. Please correct me if I’m wrong, but did the municipality already receive funding from both of those programs? And would more funding not be a double dip? So I’m just wondering, what’s our Upswing on bringing act dev in house that could potentially equal more upper level federal government funding
Benson: Those funding the intake programs, the way that the federal and municipal government have been permitting applications is that, typically they’re on an annual basis. And so especially with things like the housing accelerator fund or the building faster fund, you have to put forward a suite of projects that are eligible for funding to then be able to determine that so in terms of if Economic Development and Tourism was brought in house, then we would then be able to work with our new division or department in terms of how can we enable leverage that type of funding, put forward project for proposals, for future In for future rounds of intake and future rounds of our evaluation.
Stolte: Do you don’t have a estimate of what we would have been able to get in addition to what we already received?
Benson: No, I do not as of right now.
Stolte: It makes it hard for me to decide based on that. Okay, thanks.
 Ward 6 Councillor Angelo Bentivegna Councillor Bentivegna: There’s a lot of questions, concerns about what to expect moving forward. It woild seem that everyone has the same concerns? Would it not be prudent to just pause this scenario because of some of the unknowns?
We’re going into 2026 budget. And my it’s my understanding that we’re going to work through the same budget for for 2026 if we’re going to make some changes and we’re going to evolve into something that’s going to be within our organization, there’s a lot of planning involved, because when we see it each and every day, would it not be a good idea to wait? Let 2026, roll as is, work with B, A, D, T, and continue that dialog, work on whether it be agreements on one end, or whether it be operational, internal, and then we can have all the responses answers, and budget, For that matter, for 2027 and then make those decisions that I would feel personally uncomfortable with. What do you think about that?
Benson: What we are suggesting in the report is coming back here with a transition plan. Now the transition plan would be developed with a particular outcome in mind. But that’s not to say Council can direct staff to look at what are those kind of areas of alignment that we want to achieve from from a responsibility perspective or an efficiency perspective, and have because I think that’s that’s where staff are saying there is a little bit of urgency. We do not have a service agreement in place with economic development. We do think there’s value in getting to an executed service agreement quickly if Council chooses to retain that model. So regardless, we’re going to need to work with the agency and arrive at what do the next steps look like. And I think those next steps are different. I think if you know, if you consider where staff’s recommendation is on an integrated model, versus, okay, maybe it’s an enhanced service agreement model. That’s something that I would say regardless, I would recommend against kind of putting things on ice for now, because I do think that there is some urgency to address some of those things with some haste.
Bentivegna: My second question has to do, we’re going to get a report in April on this? Wouldn’t aren’t we putting it, aren’t we delaying this information and whatnot between now and April?
 CAO Curt Benson: “Maybe I misinterpreted the question,” Benson: maybe I misinterpreted the question, Councilor, I thought you were suggesting that we pause completely doing any work over 2026 and revisit it perhaps in 2027 I think in that case, staff feel that it’s more important to continue to do the work, to have the dialog, to come back to council with some direction, as count as we’re recommending it, to transition plan to an integrated model. But regardless if Council is looking at a different model, we still need to fix the fact that we we have deficiencies in the service arrangement,
Bentivegna: I’ll get back in line. Thanks.
Councillor Nisan: Councillor Gailbrath asked a question that’s been on my mind a lot, which the report didn’t speak to, which is: can we save money? Is there money to be saved by bringing economic development in house? So there’s no response to that would
Benson: Based on my experience and on the experience of other senior leaders in the organization have had carriage over economic development functions in municipalities, I do believe that there is an opportunity for savings. And just to follow up, is there opportunity for savings that wouldn’t be opportunities otherwise? Because, frankly, it does run against the the overall perception, which is that you can run things cheaper outside of government than inside the tent. And what, any evidence at all, like, you know, anything you can provide in that regard?
I think Andy Scott alluded to this in one of his responses, is that the service that council wants to procure needs to be tailored to address the needs of our community. And I think we need to really get into having that dialog with the agency on, perhaps what offerings are being provided now that are little or no value or are duplicative. You know, those are the types of of conversations that get you to an outcome of, you know, driving cost savings or cost avoidance, and that’s what we really would like to focus on as part of next steps.
 Ward 3 Councillor Rory Nisan Nisan: I would agree. I agree with that for sure. I got to sort of pick on this comment about these different funds, and availability for those funds. So building faster fund, we are nowhere near getting that funding because of the way that the criteria housing accelerator fund, we’ve got a ton of funding for Thank you very much. That’s great money over 20 million, as I recall FCM. I was very curious about that, because I’m on the FCM board. So I just want to better understand what green municipal funding is. There a particular example here where a municipality got it for economic development that maybe I’m not aware of. The Green Municipal Fund has multiple portfolios. So if there’s any information about what portfolio would be prime for this, I’d be very interested to know.
Benson: I appreciate the opportunity to clarify. I think all of those funds are derived from senior levels of government wanting to make a difference when it comes to driving economic growth in communities and and we know where we are in the current state of our economy. We know with the recent release of the federal budget and the provincial fall economic statement there there are potential funding envelopes that municipalities may qualify for, and we want to make sure that we’re as best positioned as possible to take advantage of that so so I think generally, you know, we feel that there are opportunities that we that we Want to capitalize on, with respect to the specific sectoral Green Municipal Fund and examples of municipalities in taking advantage of those funds for economic development purposes, we’d be happy to follow up with additional information to council on that.
Nisan: I would really welcome that, because I, in my role on the FCM executive committee, I actually approve projects for the Green Municipal Fund, and I’ve never seen an economic development project approved. I’ve never approved one.
Sharman: I’m going to jump in here for the first time. I want to just pick up on something you said, Curt and that was that there was no service agreement currently with BEDC. In fact, there has been only one in the last 11 to 12 years. Was that because BEDC chose not to have one
 CAO Curt Benson was Commissioner of Development and Growth. He was made CAO on short notice when his predecessor left the job after 16 months of service. Benson: no, no, I don’t. I don’t know that that’s the case at all. I think, I think there was the service agreement that expired at the end of 24 I think was kind of a mutual decision of the Act dev board and the city to enter into to ensure that some of the issues were addressed, I would say that that agreement doesn’t address the full suite of things that I would recommend to council to bake into an agreement for certainty and for clarity in terms of how the service is provided. But again, that’s something that you know, we’d be happy to have that conversation.
Sharman: I’m on the board. The directive did not have any part in that decision, so it was a city decision. Thank you. With respect to some comments made by the chair of Economic Development and Tourism, he’s been through many mergers, and I noted from our own Chief Human Resources Officer has been through a number also, and my own experiences. Any any such merger would be done very quietly, initially, with masses of research and thoughtful analytics concerned about the people involved. But firstly, you’d want to look at the goals, and then you’d look at the strategy, and then you go through a complete analysis of the processes and all the functions that would be affected, and the anticipated improvement of KPIs and and I think you’ve been saying that we haven’t done any of that, and so we haven’t been able to estimate the Financial, actual financial implication of this?
Why was that work not done before coming to this conclusion?
Benson: I think there’s, there are probably a few different reasons why this route was was taken, you know, and I think it was more on the basis of identifying areas of concern, areas of duplication, areas of prospective risk. You know, I think what city staff saw and on the basis of the results of the review that was being provided, this represented, you know, an effective means to address each one of those, those areas. So, you know, I, I agree with your statement that as a part of Council’s deliberation on deciding what an active function should do, what it should look like, what the objectives are, what the performance measures are, those are all parts of an important conversation.
 Ward 1 Councillor Galbraith. Councillor Galbraith: With regards to the rent that BEDT pays. What? What happens to that like tech place and their head office if they move internally, how does that change the sort of financial picture of the organization?
Benson: Those are all kind of issues that we’d want to work through as a part of a transition plan. Approaching a transition plan with the principle of cost avoidance would be an important piece. The fact that there’s some rent being paid again, we, we, I would say that what staff is recommending as part of an integrated model, I think we’d have flexibility in terms of addressing accommodation needs, for example.
Galbraith: Thanks for that. Regarding the regional downloading of economic development services, but that happened some time ago, in the last year. I think where did those services go? Who’s Who’s doing them now,
Benson: When those services were downloaded from the region, I can say that the decision was to engage local municipalities, but for the region to just cease doing those services, so providing notice to the local municipalities that the region would no longer be providing any support. With respect to business attraction, Business Retention type activities, the only space, or the only function that the region actually maintains a role in is they do still operate the Halton Small Business Center, and that’s purely primarily because the provincial it’s largely funded by provincial dollars. And I think the funder expressed that it would be challenging for them to break apart that money. There is a critical mass so, so, yeah, no, it’s the decision was made at the region with enough lead time to say, you know, the region would no longer provide those, those economic development services. But each local municipality was left to choose how they would occupy or deliver those should they choose? Thank you.
 Ward 2 Councillor Lisa Kearns asked one of the hardest and pointed questions: Is that a personality issue, or is that a process issue? Councillor Kearns: I was really interested in hearing the commentary around finding efficiency. I took the pportunity to do some scribing in the meantime, and I took these numbers from our budget blueprint, which identifies a $1.3 million savings identified out of a $491.9 million budget, which equals 0.264% savings using the $1.9 million That’s budgeted for ACT Dev and tourism, that would equate to about a $5,000 savings over the year. Is that the magnitude of what we’re looking at in terms of savings and efficiencies by bringing these organizations in house?
Benson: We would be looking at achieving the greatest possible efficiencies, so I can’t necessarily quantify it based on not having the numbers in front of us. I think what’s important is having that conversation with the agency to make a determination as to what areas represent good opportunities for efficiency and avoiding duplication.
Kearns: A higher lower would have been a good answer too. I’m just going to go on to my second question. We have identified here that there’s a service deficiency, and that this is a service that council wants to procure that is reflective to the community. One of the things that I found absent in the report was any examples of goals or directives that had been failed to meet by act Dev and tourism. Obviously, I’ve mentioned that earlier in my comments related to vision to focus. Can any examples be identified at all? I heard about the fumble handoff in both the report and in the verbal portion of today, but I’ve never seen a root cause corrective action or a quantification of missing that hand off. So is there anything concrete that can be provided today?
Benson: We have lived experience with respect to the model. The model has, in staff’s opinion, not, allowed us to have the greatest line of sight to the business needs and how the city is addressing business needs in the community. We think that there’s a better way. That’s why we put the recommendation for it. We stand by the recommendation.
Kearns: If I could follow up, is that, is that a personality issue, or is that a process issue?
Benson: It’s governance, its structure, its process.
 Mayor Meed Ward didn’t engage all that much in the debate. She was supporting the CAO – the rest of Council didn’t seem to share her views. Mayor Meed Ward: Chair, always like to start with what we can all agree on collectively. So in your comment, you said that your perception, or that your conversations were that there was general agreement from all stakeholders that there is room for improvement. And can you? Can you share a little bit more about where we collectively, community, active board, city and your report align?
Benson: In hearing the delegations, I think that was a common element that represents a common position. I think there is alignment with respect to wanting to realize the opportunity for addressing some of the deficiencies that we’ve seen. And I think what we’re trying to get at is we’re trying to optimize the resources that exist that are dedicated to this function. We’re trying to minimize duplication, we’re trying to enhance operational effectiveness. We’re trying to mitigate risk and really aligning economic development, aligning and embedding economic development objectives in the city business. And I think those are points I think that represent common ground or common interest, based on what I’ve heard from the delegations,
We agree that there’s room for improvement, and so I guess the conversation is how best to achieve that? You’ve heard from the delegations, you’ve heard the questions. There was fairly extensive consultation that was done. It’s outlined in the third party review, including a survey with residents. Over 800 people took that. Is there anything that you’ve received through this process, which has really been underway for the better part of a year now, almost a year, that that causes you pause or to change the recommendation that that you have that the best path to address the concerns that we all recognize and share is the in-house model,
Staff stand behind the recommendation that we have before you, and we recognize that there may be some concerns with that pathway, and you know, happy to engage with council to ensure, again, the best possible outcome here.
 Chair of the meeting, Ward 5 Councillor Paul Sharman Sharman: Thank you, I’m going to ask a question: You just said there was evidence of duplication and operational efficiency, but you haven’t done that very detailed analysis that I suggested, in my last question, would normally have been done befor any merger, but you did mention alignment. So is there more agreement around the lack of alignment, or is this something I’m missing?
Benson: Council has elected to procure economic development services from an independent not for profit board. I think staff are suggesting that there are other ways that we can affect a greater degree of alignment with the balance of services that city staff provide xxx that actually where there actually is an interplay with economic development. So so I think that’s where city staff’s recommendations are coming from, where they’re coming from an area where we think that there are advantages in having an integrated in house model.
Sharman: Thank you for that. Had staff in the past 12 to 14, years, delivered on its ABC commitments and done all the service agreements and perhaps not blocked from speaking to council that we might have been in a better place.
Benson: Again, I can’t, I can’t speak for choices the organization made prior to me being here, but I do think that there is a way to address that. And I think what I had suggested in my earlier comment was a greater line of sight, greater oversight, and accountability. I think those are all things that working in collaboration, I’m sure we can get a better outcome, a better model.
Sharman: I’m seeing no further questions. Does anybody else have any further questions? Go ahead Councillor Kearns:
Kearns: Thank you very much. I’m just concerned about the employee morale piece, because, as you know, our investment in human capital is our biggest asset across the city. I think it’s been since 2022 2023 that we did an employee engagement survey. And I’m just wondering if we have any updated data, or when that’s coming through, because we would want to be sure that we’re bringing this level of an organization and house to a really positive organization. But when will we see that? And I can just remind you, I can’t remember if this is an open or closed so I won’t say the scores from the past.
 Sue Evfremidis: We are planning to do another employee survey in 2026 that being said with regards to culture and turnover. In other words, some other comments related to culture that were made is that we have a very good turnover rate. We certainly were at. We’re sitting at similar to to last turn. I think there are two pieces that are relevant to this at 4.81 and then you take out the retirements in relation to turnover, it’s 2.53 and the reasons why people are leaving are not related to are not related to culture. They are primarily rated. We’re still gathering this information through our exit surveys and so forth, but primarily it’s for opportunities, promotion pieces. It’s due to, I’ll say again, the size of our organization. We don’t necessarily have those those opportunities, and we’re also we’ve also lost a couple of folks with regards to the return to Office. So we are getting those pieces of data to find out more about what why people may be leaving voluntarily. That being said, that’s a very small snapshot of our employee of our employee population, and we are certainly going to be running an employee survey in 2026 so that we’ll be able to come back and also analyze that data.
Kearns: So just to follow up with the last time it was done, this was 2022 we’re intending to do it again in 2026 when was it supposed to be done?
Sue Evfremidis: We were looking at possibly doing it at the end of this year, Councilor Kearns, but due to a lot of the changes that have taken place, we’ve had to push it into 2026
Kearns: Okay, but the foundation for this report is governance structure and process. So are we following our own governance structure and process if we’re moving really critical surveys about our employee engagement?
Sue Evfremidis: Absolutely, because we have to ensure that we have the resources that are that are in place to be able to launch an employee survey due to some of the changes that have happened at the senior level as well. We want to make sure that they are they have been orientated and on boarded to the organization. So we’re not talking about pushing it out extremely like far out into 2027 it’s 2026 and it is absolutely a priority that you also see identified in the budget presentation this week.
Councillor Gailbraith: I was just prepared to move the report if there’s no other questions.
Sharman: Okay, the report has been moved.
In the event that this fails, there is another proposal being brought forward, another motion, which I guess we’ll just wait to see how this one does first.
__________________________
Sharman was a little too quick in trying to have the Motion moved. Councillors still had some questions.
We will pick this up in part 3 of the debate on whether Economic Development and Tourism should be moved in-house and operate as part of the city administration or should it remain as an arms-length not-for-profit corporation.
Related News Story:
CAO Benson explains his position on bringing Economic Development under city hall control.
 By Pepper Parr
November 10th, 2025
BURLINGTON, ON
The Special Council meeting that took place this afternoon was a continuation of the meeting that took place November 4th that heard comments from the Burlington Economic Development & Tourism Corporation who were responding to a report from Rubicon Strategy, a consulting group that was hired by the city to do a review of BEDT’s operations and the value they city was getting for the $1.9 million they spend each year.
BEDT has a staffing complement of 15 people and a 13-member board that includes two members of Council, along with the Mayor.
Why is this an important matter? Attracting new business to the city is vital toits growth; retaining what we have is equally as important. Having a tourism unit that can attract visitors and play a major rile in making the city a tourist destination.
This is a complex story that needs to be told in pieces.
A conclusion was reached. Staff were instructed to come back in April of 2026 with
Direct Staff to report back by April 2026 on two options for Council’s consideration.
1: Fully detailed options for integrating economic development and tourism functions within the municipal structure and
2: Provide a draft Services Agreement that retains an independent entity while permitting a collaborative decision-making relationship with Council.
Getting to that point was the roughest experience CAO Curt Benson has experienced since he took up that office several months ago. Benson was appointed CAO on very short notice when Hassaan Basit resigned after serving just 16 months of his five-year contract; he left Burlington to join the provincial government
During his time with the city, one of the things Basit did was merge the existing Tourism department with BEDT. Why?
The province created a 4% Municipal Accommodation tax that is collected by the city.
The city keeps 50% of what is collected in a reserve fund to be used as Council directs.
The remaining 50% is made available to eligible tourism entities to be used to promote tourism, including product development.
Council designated an eligible tourism entity, governed by a board, to receive and spend these funds in the community. That entity was Tourism Burlington. The tourism community and city hall came to the conclusion that they were not up to the job.
Basit merged Tourism Burlington with Economic Development to create BEDT.
The problem was that important City Hall staff did not feel Economic Development was doing a very good job, and they brought in Rubicon Strategy, a consulting group to do a review. They issued a devastating report which recommended dissolving BEDT.
Benson wanted to act on that recommendation and explained his reasoning at the Tuesday Special Standing Committee meeting saying:
 CAO Curt Benson explaining his thinking to Council. “As a part of a continuous improvement approach, it’s important to do periodic reviews of services to ensure effectiveness, efficiency, value for money, and to address areas of alignment to strategic objectives, policies and practices here at the city. The work to review the economic development function was initiated back in May 2024 through the endorsement of a report that identified an opportunity to address deficiencies and agreements between the city and the agency partners that deliver important services that our residents and visitors depend upon.
“Having detailed agreements in place helps to ensure mandates and services are aligned with Council’s expectations where there is discretion. The report recognized the need to advance this work in Priority sequence.
“There has been feedback shared on this approach, namely that we need to look at all agreements for city agency partners, comprehensively and staff will get there. We have been deliberate in addressing our approach with economic development as the highest priority. It represents the greatest opportunity to correct the alignment and integration challenges that have persisted under the model. The learnings from this work, in particular, the collaboration and consultation in developing a new arrangement will provide the clarity and accountability that can serve as a model for agreements with the city’s other agencies. It’s important that, based on staff’s initial assessment, there is no intent to assume or internalize the valued functions of any other city agency.
“Most of the other agencies have a mandate that are either back stopped by existing arrangements derived from parent legislation that drives governance and accountability, or they are at a point in maturity that reflects a steady or stable state, given some of the change over in city leadership roles. Work needs to continue to strengthen the relationships with all agency partners. It’s important that progress is made before coming back and providing council with an update on this work early next year.
“For Burlington Economic Development and Tourism, from my perspective, there is a strong desire for the city to have a clear line of sight to the full range of activities associated with business retention, business attraction, and leveraging of tourism in driving business outcomes. The line of sight currently does not exist. To address this gap and to address other issues of alignment we recommending that council in principle endorse the integration of Economic Development and Tourism services and operations into the city’s organization structure.
“There are other recommendations to ensure that this is done in a careful and coordinated manner through the development of a transition plan. That transition plan would be prepared and provided to council no later than April 2026, highlighting key milestones, timelines, resource implications and options for a model to ensure effective oversight.
“This represents a material change, and we do not take these recommendations lightly. The changes proposed in the report are two governance and structure, and are meant to build on accomplishments made under the current model and to seize an opportunity to keep what works, the business insight, the relationships, the tourism partnerships, but place it in a model that gives Council clear line of sight, gives businesses a single front door, and uses public funds in a transparent and effective way.
“The review and its recommendations are by no means a reflection on the commitment and significant value driven by the volunteer board or its staff. We are quite fortunate to have a highly skilled, engaged board of volunteers who are passionate about supporting businesses in our community.
“There are a few points addressed in the report that were also raised by the delegations on Monday that I’d like to address really briefly. Comments on the review itself.
 The consultants released a devastating report that recommended dissolving the Burlington Economic Development and Tourism Corporation, a city not-for-profit organization. “For example, some question the process, its independence, the fact that it did not take stock in the positive outcomes delivered by the model, or did not address the significant effort or value of the merger. While many had comments and criticisms about the nature of some of the statements in the report, none of the delegation suggested there was there wasn’t room for improvement.
“As staff, we take stock in that, and as was mentioned by a couple of the delegates, we also want the very best for the city and the business community to thrive. We’ve heard from delegates that the current model is superior from the perspective of agility and speed and working in the gray area, that means independence and minimizing bureaucracy or politics.
“Well, if speed is a concern, there are remedies to design a fit for those purposes, tools within that framework, standing offers, pre qualified vendors, templated scopes, rather than operating outside of municipal controls.
“Unwinding: We’ve also heard that unwinding, the model led by the independent board could come at significant cost. It could be disruptive, and it could include an issue of garnering compliance with the MAT tax rules. City staff maintain that all these things, can be solved as a part of a new model. If specific barriers are identified, the intent was always that we would review them and propose targeted fixes as a part of a transition plan.
“There is an opportunity through the work of a transition plan to define how best to leverage the value and community based business perspectives through different models. It’s really important to take stock in where we are in our growth and maturity as a municipality. For example, in 2019 After launching the red tape red carpet initiative, there are key lists of a long list of recommendations on how the city can be better partners with businesses and developers, you heard from us in July 2025 through a report that nearly all the recommendations falling out of the red tape red carpet initiative have been operationalized.
“There has been significant process reviews undertaken and many of those overhauled. There’s been an establishment of a small team to address support for high impact files and also support for Main Street small businesses, as evidenced over the past two years, our relationship with the development industry is strong. Unfortunately, we can’t say the same for our relationships with the business community. We have no direct opportunity to build those relationships and strengthen those relationships without going through an intermediary. Board, council has important levers under the system, under its decision making under the municipal act, we want to make sure that our plans, policies, incentives are there to support business in our community, and that that is done in a way that represents accountability over budget and defining key service standards to support.
“Those are my opening comments.”
Much of the questioning from staff that followed could not be described as a pretty picture. We cover that in part 2.
By Pepper Parr
November 2nd, 2025
BURLINGTON, ON
Burlington, buses and traffic congestion.
They go together, and the residents seem prepared to put up with it – but complain nevertheless.
Burlington has yet to wean itself from driving their cars wherever they want to go.
The city struggles to come up with solutions, but never seems to be able to find and act on bold moves.
The Mayor wants transit to be free for everyone, while her constituents point to buses with fewer than five people aboard.
The leadership at Burlington Transit is on the thin side. At one point, there was superb leadership, but she left when assignments that had nothing to do with transit were put on her plate.
And the buses have suspension systems that make for uncomfortable rides.
There is a BURLINGTON TRANSIT STRATEGIC PLAN (2026-2030) underway. As well as a survey
 The growth has been impressive. Usage – doesn’t seem as impressive as the growth.
 Is there anything missing in the goals that are set out?
The graphic below is part of the survey. You can’t answer the question at this level. Survey can be found at Click HERE
 You get to provide your views in the survey. Link to the survey is set out at the bottom of the article.
 The data isn’t all that useful without knowing what the percentage of the population is for each of the groups.
 Timeline for public input on the Transit Strategy.
A Burlington resident copied the Gazette on service issues:
I’m following up on the email I sent two weeks ago regarding Route 80 reliability, Appleby GO train connections, and the November timetable changes. I haven’t received a response.
To recap, I asked for:
The specific November changes to Route 80 (headways, timed-transfer policy at Appleby GO, on-time performance targets).
The real-time prediction accuracy targets for MyRide and how Burlington Transit plans to improve live tracking reliability.
The decision owner for holding Route 80 buses for GO Train connections during the PM rush.
I want to be clear that these aren’t abstract questions. I rely on Route 80 to reach Appleby GO. I’ve only been using this line for one week and the structural issues are obvious to a regular transit rider: missed train connections despite both services running on ~30-minute intervals, shifting ETAs that aren’t accurate, and no visible accountability when buses arrive late and the train leaves without us.
At this point I need to know who is responsible for fixing this.
Can you confirm whether you are still the point of contact, or if you have already submitted your retirement documents and begun transition? If the transition has started, who is taking over this file? I’m asking for a direct handoff: name, title, phone, and email for the person who will be leading Route 80 reliability / train-connection work going forward.
If you are still the accountable owner, please provide the details above yourself so riders understand what has changed in November and what performance standard Burlington Transit is committing to.
Silence is not an acceptable answer here. Riders are losing 30–60 minutes of their day when the bus/train handoff fails.
There is work to be done on the transit file. Catherine Badelli, the current Director of Transit will retire at the end of the year.
Click HERE t0 complete the survey
 By Gazette Staff
October 17th, 2025
BURLINGTON, ON
The Ministry of Municipal Affairs and Housing (MMAH) has approved changes to the City’s Official Plan.
That document is also being litigated at the Ontario Land Tribunal.
Date of Decision: October 10, 2025
Date of Notice: October 10, 2025
NOTICE OF DECISION
With respect to an Official Plan, Subsection 17(34) of the Planning Act
A decision was made on the date noted above to approve, with modifications, the City of Burlington’s Official Plan Amendment 2, as adopted by By-law 45-2024.
 Referred to as a “living” document” – it is revised frequently. And appealed to the OLT just as often. Purpose and Effect of the Official Plan
Official Plan Amendment 2 includes policy and schedule updates to the Burlington Official Plan 2020 to direct future development within three Protected Major Transit Station Areas (PMTSAs) in Burlington: Downtown Burlington Urban Growth Centre/ Burlington GO, the Aldershot GO, and the Appleby GO station areas. Official Plan Amendment 2 also enables the City of Burlington to implement a Community Planning Permit System (CPPS) within the three PMTSAs.
Fifty-four (54) modifications have been made to ensure Official Plan Amendment 2 is consistent with the policies of the Provincial Planning Statement and complies with applicable legislation, such as changes related to upper-tier planning authority, affordable housing, density target ratios, employment areas, land use compatibility of existing major facilities, and CPPS enabling policies.
Official Plan Amendment 2 applies to lands within the three PMTSAs, as aforementioned.
Decision
Under the Planning Act, the Minister’s decisions on policies identified in subsection 17(36.1.4), including those related to subsection 16(15) regarding the use of land and density of buildings within the PMTSAs, are not appealable to the Ontario Land Tribunal (OLT). However, the Minister’s decisions on other official plan policies in Official Plan Amendment 2 (e.g., general direction related to planning for employment areas, transportation networks, and infrastructure, etc.) would be appealable to the OLT by the municipality, landowners, public bodies and certain third parties. The CPPS enabling policies, including any modifications to these policies made through the Minister’s decision on the amendment, are also appealable to the OLT.
Certain elements of the Ministry’s decision, as described above, are not subject to appeal to the OLT; the balance of the decision may be appealed by eligible persons and entities within 20 days of the Ministry giving notice of the decision. Accordingly, if not appealed, the new City of Burlington Official Plan Amendment 2 comes into effect on October 31, 2025.
The document setting out the changes is 25 pages long. We will review that document and provide a link to the full contents at a later date.
 By Gazette Staff
September 28th, 2025
BURLINGTON, ON
 Catherine Baldelli at a Burlington Food for Feedback event Catherine Baldelli announced today that: “After more than 30 years in GIS, IT and Transit across both private and public sectors, I have decided it’s time to retire. It has been an incredible journey. I am grateful for the opportunities that I have had, particularly at the City of Burlington. I will be continuing in this role until mid-December.
“The City of Burlington is now looking for someone to step into this position. If you’re passionate about transit, eager to make a positive impact and lead an amazing team – this is a perfect opportunity for you. This is a fulfilling role that will shape the future of transit in the City of Burlington.”
The transit service both grew and the buses were on time for the most part while Catherine was behind the wheel.
 By Pepper Parr
August 28th, 2025
BURLINGTON, ON
He is going to do it his way.
Premier Doug Ford said at a media event on Wednesday that the province has awarded two contracts for getting the Highway 413 construction started.
 Details were hard to find except for the statement that the 52-kilometre highway from Highway 401 in Mississauga to Highway 400 in Vaughan “will shorten travel times up to 30 minutes per trip.”
This is the first time we have heard “30 minutes”. Ford is beginning to sound like President Trump – he puts something out and its true – because he said so.
Details on the contracts, on the cost and when the Hwy will be open to motorists – yet to be revealed.
“…in the next few days” was the best Ford could do at the press event.
Liberal MPP Andrea Hazell (Scarborough-Guildwood said the “lack of information on timelines and a price tag for the massive project is “unacceptable.”
Transportation Minister Prabmeet Sarkaria evaded questions about the highway’s budget and time frame for completion.
“How we do these contracts is, we tender them,” Sarkaria said, defending the project that has riled environmentalists who are worried about the loss of farmland and risks to endangered species like the Redside Dace, a small fish.
“The cost of not building is far, far greater … Over the next couple of years, you will see the contract has been broken up into many different pieces that enables more workers to get to work quicker, faster,” added Sarkaria. “It’s a way we have decided to accelerate this project and get shovels in the ground.”
The Liberal transportation critic, said “every major infrastructure project under this government has gone over budget, and Ontarians deserve answers before more public money is wasted.” Those projects include the Eglinton Crosstown transit line and the ongoing renovation of the Macdonald Block civil service headquarters.
“Transparency matters, and Ontarians deserve to know the full implications of Highway 413 before billions more are sunk into another Ford project that risks leaving commuters in the same gridlock and taxpayers footing an even bigger bill,” Hazell added.
Ford said the project is essential to boost the economy, reduce gridlock that costs billions of dollars a year in lost productivity, and will “help us stand up to President Trump” in the trade war with the United States. How Ford managed to get President Trump into the picture is a stretch.
Green Party leader Mike Schreiner said: “Once again the premier is using tariff talk to justify wasting billions of taxpayer dollars on a highway that won’t solve gridlock, while failing to provide any clear timeline or budget for this reckless and costly plan.” said
“This ill-advised project will only fuel more sprawl and pollution while destroying the wetlands that protect us from flooding and the farmland that feeds us.”
New Democrat Leader Marit Stiles said the premier should consider removing tolls from Highway 407, but Ford said doing so on the provincially owned eastern leg of the highway has resulted in traffic jams at times.
The construction contracts are for the resurfacing of Highway 10 in preparation for a future bridge over Highway 413 and upgrades at the intersection of the Highway 401 and 407 interchanges, where Highway 413 will begin its route to the northeast.
By Pepper Parr
June 19th, 2025
BURLINGTON, ON
ROPA won’t mean very much to the average Burlington citizen
Regional Official Plan Amendment
ROPA 48 meant a lot to Burlington.
On November 10th, 2021, the Minister of Municipal Affairs announced a change in the Official Plan that moved the Urban Growth Centre further north.
 An Urban Centre Growth boundary with the three GO stations MTSA’s in blue. This was the plan that was going to save the downtown core from massive high-rise development. In a gushy statement Mayor Meed Ward told her citizens that the “Hon. Minister Steve Clark from the Ministry of Municipal Affairs and Housing delivered amazing news for our city at a press conference earlier this morning.”
“The Province has approved our request to adjust the boundaries of the Urban Growth Centre (UGC), allowing us to move the designation that was once centered on our downtown core to focus instead on our Burlington GO Station and thereby direct future development with height and density to where it belongs: near mass transit.”
“This is a journey that started back in 2011 and saw many challenges over the years as our community repeatedly voiced their growing concerns that our Official Plan and the development they were seeing was not aligned with their vision for our city. They did not see the cherished character of our downtown and lakefront being protected and preserved. This is a big part of the reason Burlington elected a new mayor and five new members of council in 2018.
“We heard the call for change from across our city, and over the past two and a half years, we did the work to deliver for our community.
“Today’s announcement is a crucial step in the journey towards creating the community we envision.
“Burlington is open for business, and the downtown will continue to grow and evolve. By adjusting the boundaries of the UGC this way, we are in the driver’s seat, not the applicants and not the Local Planning Appeal Tribunal (LPAT).
“The UGC was often misused to justify overdevelopment, even though we’ve taken our share of growth and met (and will exceed) the UGC targets. This misuse has led to land speculation, pushing affordability out of reach. Adjusting the boundary of the UGC takes the pressure off and allows appropriately scaled growth to proceed.
 The Urban Growth boundary that allowed development in the downtown core. “This great outcome is grounded in extensive study, analysis, planning rationale and feedback, and from day one, there was unanimous support from all members of our city council this term for this change. Our Executive Director of Community Planning, Heather MacDonald, has provided clear and consistent professional planning advice to council to fully complete the necessary and substantive planning policy work to support the recommended UGC boundary adjustment. I am grateful for the diligent work she and her team has done throughout this process.
“We did not do this alone. This has been a truly collaborative process with our community, including residents, developers, partner agencies, your entire City Council, City and Regional staff, our Regional Chair and fellow Halton Mayors.
 On the left, MPP at the time Jane McKenna, Minister Clarke and Mayor Meed Ward on the right. “We know this was not an easy decision for Minister Clark, and we thank him for listening to the data, the planning rationale, the advocacy of our council, our fellow Halton mayors and Chair, our staff, and most importantly — the people of Burlington. With this decision, he has shown himself to be a friend of Burlington. I know he listened to all the feedback carefully, and ultimately was persuaded by the planning evidence and the community voice.
“I’ve had the opportunity to meet Minister Clark through my role on the Ontario Big City Mayors (OBCM) and the Large Urban Caucus of the Association of Municipalities of Ontario (AMO). It’s a huge asset that he is a former mayor himself. He understands that local government knows our community’s needs best as we are the closest to the people. Whenever he has come to OBCM or AMO, he has listened, consulted, asked questions and heard our feedback to shape the best policy decisions. It’s been great to collaborate with him around those tables on a whole range of issues and we’ve seen our feedback translate into policy.
“One of the silver linings of the pandemic has been the close relationship that has been forged with our office, and all our elected representatives at provincial and federal levels. We have worked side by side with MPP McKenna to serve the residents of our community, and that close working relationship will last well beyond the pandemic. She has shown herself to be a fighter and strong advocate for residents’ needs.
“There is more to come in the months ahead, as we provide input to the Region’s Official Plan Review that is currently underway. We have done a lot of work to get to this point, and we have a lot of exciting growth and development ahead of us that will help us build complete communities, accommodate the population growth that wants to live here, and ensure that as many of the characteristics that make Burlington so special are preserved and protected for our residents and businesses.”
One might ask in 2026: And how has that worked out for you?
 “Today’s announcement is a crucial step in the journey towards creating the community we envision.” Mayor Meed Ward
 By Staff
May 14th, 2025
BURLINGTON, ON
 What you can do and what you can’t do.
What is open and what isn’t open.
Fireworks are permitted to be set off on Victoria Day only (May 19). Please continue to use our valued outdoor spaces responsibly – community cooperation is essential to helping keep everyone safe during Victoria Day. The City’s bylaw regulates where and when residents can set off family (low hazard) fireworks. For more information about who to contact if you have a concern, visit burlington.ca/fireworks.
Will Toronto have won the Stanley Cup by Monday?
| City Service |
Holiday Closure Information |
| Animal Services
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The Animal Shelter at 2424 Industrial St. will be closed to appointments on Monday, May 19. To report an animal control related emergency on a holiday, please call 1-888-264-3135. |
| Burlington Transit |
Burlington Transit will operate on a Sunday schedule on Monday, May 19. For real-time bus information and schedules visit myride.burlingtontransit.ca.
Customer Service at the Burlington GO Station, 2101 Fairview St., and Specialized Dispatch will be closed on Monday, May 19. |
| City Hall |
Service Burlington and the Building, Renovating and Licensing counter on the main floor of City Hall at 426 Brant St., will be closed on Monday, May 19.
Many service payments are available online at burlington.ca/onlineservices. If your request is urgent, call 905-335-7777 to connect with the City’s live answering service.
For online development services, MyFiles can be used by residents who have applied for Pre-Building Approval. Check the status of Pre Building Approval applications at burlington.ca/MyFiles. |
| Halton Court Services – Provincial Offences Office |
Court administration counter services at 4085 Palladium Way will be closed on Monday, May 19.
With the exception of the Victoria Day closure, telephone payments are available at 905-637-1274, from 8:30 a.m. to 4:30 p.m., Monday to Friday. All in-person services are available from 8:30 a.m. to 4:30 p.m. Monday to Friday. Many services are also available by email at burlingtoncourt@burlington.ca or online at Halton Court Services. Payment of Provincial Offences fines is available 24/7 at paytickets.ca. |
| Parking |
On Sunday, May 18 and Monday, May 19: Free parking is available downtown, on the street, in municipal lots and in the parking garage (414 Locust St.).
On Saturday, May 17: Pay parking downtown is required in high-demand parking lots (Lots 1, 4 and 5) and all on-street metered parking spaces. A three-hour maximum is in effect for all on-street spaces. Free parking is available in the remaining municipal lots and the parking garage (414 Locust St.).
 NOTE:
- The Waterfront parking lots (east and west) do not provide free parking on holidays.
- Parking exemptions are required to park overnight on city streets and for longer than five hours. Visit burlington.ca/parkingexemptions to register for a parking exemption.
- Paid parking, on weekends only (including long weekends), at Beachway Park (1100 Lakeshore Rd.) begins Saturday, May 17 using HONK Mobile.
|
| Recreation Programs and Facilities |
Drop-In Recreation Activities
Tansley Woods Pool at 1996 Itabashi Way and Centennial Pool at 5151 New St. are open on Victoria Day, Monday, May 19 for recreational and lap swimming. Drop-in swimming, skating and other program times vary for the long weekend. Drop in or reserve in advance. For schedules visit
burlington.ca/dropinandplay.
Splash Pads Opening
City splash pads will begin opening on Saturday, May 17, with all 10 locations ready by May 24. For a list of locations, visit burlington.ca/splashpads.
Outdoor Activities
Burlington has a wide variety of outdoor activities to enjoy with your family during the long weekend, including:
- trails and multi-use paths
- parks and playgrounds.
- picnic site reservations for LaSalle Park (50 North Shore Blvd. E.) or Hidden Valley Park (1137 Hidden Valley Rd.)
Find out more at burlington.ca/outdoorplay.
Golf
Tee times at Tyandaga Golf Course (1265 Tyandaga Park Dr.) can be booked online at tyandagagolf.com or by calling 905-336-0005, ext. 2.
Play Lending Library
Our Lending Library has a variety of outdoor and indoor play equipment available to borrow at no charge. Equipment pickup is on Thursdays, and return drop off is on Tuesdays at Haber Community Centre (3040 Tim Dobbie Dr.). From archery to wiffle ball, and Kanjam to pickleball, reserve at burlington.ca/playlending.
Customer Service
Recreation, Community and Culture customer service is available to assist you over the holiday weekend:
- In person at recreation facility counters during program times (May 17 to 19)
- By email at liveandplay@burlington.ca (May 17 and 18)
- By phone at 905-335-7738, between 9 a.m. and 4 p.m. (May 17 and 18)
Phone and email service are closed on Victoria Day, Monday, May 19. |
| Roads, Parks and Forestry |
The administrative office will be closed on Monday, May 19. Essential services will be provided as required. |
Link to the story about the Queen being celebrated
By Staff
May 7th, 2025
BURLINGTON, ON
The Project includes the 52-kilometre (km) Highway 413 corridor, a 4 km extension to Highway 410, and a 3 km extension to Highway 427 (both facilitating connection to the Highway 413 corridor), for a total of 59 km of new infrastructure.
The highway will have 11 interchanges at municipal roads. Features such as service centres, carpool lots, truck inspection stations, and the potential for electric vehicle charging stations, have been explored as part of Preliminary Design.
The transitway will be a separate corridor running alongside the highway, dedicated for public transit, which will be subject to a separate Environmental Assessment (EA).
Highway 413 would extend from Highway 400, between King Road and Kirby Road, to the 401/407 ETR interchange near Mississauga, Milton and Halton Hills.
In the Fall of 2024, MTO reached the 90% preliminary design milestone for the project. Along with reaching this milestone, the 2024 Draft Focused Analysis Area (FAA) for Highway 413 was updated to include targeted refinements, incorporating key design elements and environmental considerations. These adjustments were informed by updated preliminary design work and environmental studies, allowing for a better understanding of land use impacts and alignment with local infrastructure.
Similarly, the Ministry of Energy and Mines (MEM), formerly known as the Ministry of Energy and Electrification, advanced planning work on the Northwest GTA Transmission Corridor and proposed refinements to the Narrowed Area of Interest (NAI). The NAI is a corridor of land identified and protected by the ministry and Independent Electricity System Operator (IESO) for future linear electricity transmission infrastructure to support growth in the region. The FAA and NAI are almost identical. The land being protected by MEM is the same land being protected by the Ministry of Transportation (MTO), except where each is protecting additional lands specific to its particular use.
You can get lost in those acronyms.
As part of ongoing public consultation, the Draft FAA and NAI were posted on December 9, 2024, for a 30-day public review period on the Environmental Registry of Ontario. The consultation period was open for 30 days and concluded in January 2025. Public engagement is essential to our processes, ensuring that community perspectives help shape the final outcome.
MTO and MEM have recently finalized the FAA and the NAI at the current stage of each project, with no changes as a result of the public consultation. Each comment that was received through the ERO was reviewed and taken into consideration by both ministries.
Timeline and Next Steps
Highway 413 FAA
- An update on the FAA detailing its finalization has been posted to the Environmental Registry of Ontario, as well as the Highway 413 project website (https://highway413.ca/en/).
- MTO will be preparing a draft Environmental Impact Assessment Report (EIAR) in accordance with the requirements set out in the Highway 413 Act, 2024 anticipated in Fall 2025.
- The draft report will include a description of Highway 413 studies completed detailing environmental impacts, proposed mitigation measures and a record of consultation. The final report will be published to the Highway 413 project website.
- MTO will continue to review development applications in the study area, but it is anticipated that applications in the lands released will not be directly impacted by Highway 413.
Northwest GTA Transmission Corridor Study NAI
- An update to the NAI has been posted to the Environmental Registry of Ontario.
- MEM expects to undertake another round of consultation based on further refinements to the NAI that can be made as the Highway 413 project advances and as infrastructure planning is updated to reflect projected electricity demand growth in the region.
Environmental Registry of Ontario:
English: Highway 413 Focused Analysis Area and Northwest GTA Transmission Corridor Narrowed Area of Interest Refinements. | Environmental Registry of Ontario
Indigenous Community and Stakeholder Engagement: As we gather input from municipalities, Indigenous Communities, and other key stakeholders, engagement sessions will continue. This ensures ongoing collaboration and transparency in the decision-making process. Additionally, MTO is currently in the process of planning individual landowner sessions to take place in early Spring with property owners directly impacted by the FAA.
 By Staff
April 22nd, 2025
BURLINGTON, on
Last year, the Ontario government and Metrolinx launched the One Fare Program, which has made taking transit from Brampton to Oshawa or anywhere in between, simpler, more convenient, and more affordable.
 Transit riders now pay only once when transferring between the TTC and GO Transit, Brampton Transit, Durham Region Transit, MiWay and York Region Transit. During the first year since launching in February 2024, One Fare has saved transit riders over $123 million, with over 38 million transfers made between local transit systems.
Transit riders now pay only once when transferring between the TTC and GO Transit, Brampton Transit, Durham Region Transit, MiWay and York Region Transit. Whether you tap your PRESTO card, credit or debit, Apple Pay or Google Wallet, the One Fare savings will automatically be applied.
- Transfers are valid for two hours for trips started on local transit and within three hours of the start of a GO Transit trip.
- If you begin your trip on GO Transit, then transfer to a local transit agency within the 3-hour window, cost of the local transit agency fare will be discounted from overall trip cost.
- For trips between TTC and local transit systems, the second portion will become free (the first payment will enable a two-hour free transfer across all systems).
- Just remember to tap on each time you travel on a participating transit agency and tap off when travelling on GO Transit, to ensure the savings apply.
Learn more about how One Fare is making transit more accessible and budget-friendly HERE.
By Staff
March 20th, 2025
BURLINGTON, ON
The Burlington Agricultural and Rural Affairs Advisory Committee spoke to Council earlier this week about what they felt was a critical issue – the future of Burlington’s rural area.
 This is the Escarpment: Our country, our rural country – forever. Vincent Sowa outlined the urgent need for resourcing and strategic planning for a rural community. “I want to be clear, this isn’t just about what I’m here to do today isn’t just about agriculture or the rural North, this is about Burlington’s economic resilience, sustainability and food security. There’s a challenge before us. You know, we’re at a crossroads. We are faced with a future in the rural area that is either a patchwork of large estates or is a vibrant mix of land uses that supports a growing urban demand for public access, connection to nature and agriculture.
“You know, up here in the North we’re facing a couple of mounting pressures. You’re all familiar with, Bill 23 and that has shifted key responsibilities from the region to the city, without a clear road map or adequate resourcing, the farmers and rural businesses up here lack the economic support they need to remain competitive.
 Residents look at a large map of their community during a Rural Summit That meeting was the genesis of making the Mt Nemo Plateau a Conservation Heritage District. “Unlike the BIA is in the city, our infrastructure is failing. Rural broadband is inadequate. Many areas still in the north, roads and drain and systems are insufficient. If you saw the damage on Guelph flying just over the last couple of days, you’d be well aware of what I’m talking about.
“And frequent power outages disrupt operations and destroy expensive equipment. Multiple residents will talk about sub pumps and pieces of equipment that are when hydro goes out due to lack of kind of infrastructure management causes economic hardship.
“Agriculture, generally, is overlooked in economic and urban planning, even though it’s a vital part of Burlington’s economy identity and fight against carbon and so without dedicated action, we risk losing not only valuable farmland, but also the businesses and families that sustain it. There is good news, and as I outlined, we outlined in the presentation that went to the Committee of the Whole there is a momentum to build the Burlington agricultural plan, which provides concrete, actionable solutions to support our rural area. But we need your leadership to expedite, move it forward and make it a priority amongst the staff for the city.
“As a committee, we’re asking for four key commitments.
First is a review, a review of the Terms of Reference, to ensure it aligns with the added responsibilities in a post Bill 23 world to include a representative from Burlington Economic Development.
Second, a dedicated role within the city focused on rural economic development as the loss of regional support means Burlington needs its own strategy to drive agricultural growth and investment.
Thirdly, a rural infrastructure strategy that one that prioritizes broadband access, road and drainage improvements and a reliable energy service to keep the rural economy strong.
Fourth: a campaign to address public awareness so that agriculture is properly represented in Burlington’s long term planning and Economic Development Strategies.
 Vincent Sowa: Chair Rural Advisory Committee “There is a cost, you know, we feel to inaction. The stakes are high if we don’t act now, so we risk losing agricultural businesses that contribute to Burlington economy, weakening our food security and climate resilience in our region, and missing the opportunity to be a leader in rural, urban economic integration. We have a fantastic opportunity to lead the country, given Burlington’s unique position as having a strong urban area with a strong kind of rural area, and can be one of the best cities in Canada and indeed, in North America.
“It’s not just about protecting farmland, it’s about ensuring Burlington’s agricultural sector thrives, innovates, and remains a key pillar of our city’s future. So Mayor, Members of Council, we have a choice before us. You know, we can react to the challenges facing our rural community, or we can lead it. We do have solutions. They are in front of us, and the need is urgent, so I urge you to prioritize and take action to prioritize this work.”
Councillor Galbraith wanted to know “If you had any communications with staff surrounding the duties being downloaded post Bill 23
Sowa: Kelly Cook is on our Advisory Council, and so we do liaise directly with her. And a lot of this was co developed; this was not just developed through the citizen group. A lot of those recommendations were taken from Halton – as you know they were downloaded to the city that formed, kind of the foundation that we built those from
 Galbraith: Any idea when the Burlington agricultural action plan is due to be approved?
Sowa: I thought I might get that question, Councilor, and I would go back to actually you and the staff, because we don’t, we don’t have clarity. I think that is one reason I’m here today.
Councillor Bentivegna: As you know, tourism and be EDC has merged. I think this is a perfect opportunity and I would encourage you to find out a little bit more about that – we’d be certainly here to help you.
My question has to do with you mentioned in in the delegation,xxx
ROMA (Rural Ontario Municipal Association) like you’d like to get a representative to go out to Roma, I’m assuming you’re in committee budget process, or maybe you’ve already done it. I don’t know. All the committees now have a pooled budget, so money is available there, and I’m sure your your councilor rep, and I would certainly be willing to help out there. You can join us anytime. I’m sure we’d appreciate that. That’d be great. So please reach out for that. I know I haven’t had my question yet. So of all the information that you’ve given us, and you’ve given us a lot, we will ask questions to staff. What is the major focus here for rural Yeah,
Sowa: If I could sum it up in one sentence, it’s a strategy for the North, right? And if we had a strategy for the North. And so whether the vision up here is, you know, just housing, and then that is the vision, then let’s just state that that’s what it is. If the vision is mixed use with, you know, a vibrant economy, then let’s state that I really think that’s where it starts. Councilor, and from there, all the other questions could be answered.
Galbraith: Can Curt Benson help us with a path forward. There’s obviously concerns from the agricultural community with with all the bill 23 changes to the region, and just wondering how the city is planning to to move forward and handle the additional duties.
Curt Benson: It is important that staff provide council with an update on the full range of planning responsibilities that were being transferred from the region to the city. We’re quite pleased that our advisory committee dealing with matters on agriculture, has identified this as an opportunity.
I think I agree with some of the comments from council that we need to work in partnership with Economic Development to decide how the city is going to fill the gap introduced by the transition of these responsibilities from the region. We’re going to work actively with members of the committee – they’ve dedicated a lot of hours to into the documents that you have in the delegation materials. We want to harness that passion and come back to council with a little bit more clarity in terms of how we see or how we recommend addressing the gap fully. It may be that there are some resources that we’ll have to dedicate to advancing the agricultural action plan, but we are well on our way to scoping that and moving that forward. Look for an update from from us in short order in terms of how we’re going to address some of these things. But know that it’s, it’s very much on our list that that we need to get to along with some of the other gaps that were identified in that report.
Galbraith: On the timeline for that agricultural action plan?
 Benson: We could probably be back with some information in a couple months. Just to give you an idea of how we’re addressing that, we’ll work closely with the committee to make sure that they’re aligned and supporting kind of the recommendation coming forward. It may be that they identify for us, it’s, I think it’s important to get the what nailed down before we talk a little bit about supports and resources. We need to really understand to what degree are the terms of reference of the committee, to what degree is that going to evolve over time? What are we looking at in terms of specific actions and recommendations coming out of the action plan ? All of those things may define how this council wants to invest in in agriculture and addressing some of the concerns and the opportunities that were identified by the committee, but leave that with us and and we’ll be back before you in a couple of months with an update. Okay?
Councillor Bentivegna: Let’s start with the delegation – they sent out some information regarding agencies that they used to go to through the region and learned from them about food security standpoint, distribution of products and and part of the tourism agriculture section. I’m assuming Burlington is not alone in this. I mean, the other three municipalities are probably in the same situation, and through this report, is it possible to somehow communicate with these other municipalities to see how we can manage it collectively? Because there’s so many things involved here, we’re talking about number of households, potential opportunities as a group, and when it’s all said – how we can grow the economic development portion of it, because I think that’s very, very important. And then lastly, in the report, will we see options or opportunities to get funding? I mean, we got all this downloaded from the region, and as the mayor would say, when we talk about the federal, provincial and municipal – maybe there’s some some grant money that we can talk about, or you can talk about, that are opportunities that we can get from a resource standpoint.
Benson: On the first point, absolutely, we know agricultural resources and systems, which include a broader network of facilities that are dedicated to food and food security, they transcend municipal boundaries. So we actually have to have our eyes on how all the Halton municipalities, how the broader, greater Golden Horseshoe is addressing some of these challenges and and so as a part of the report back, would be happy to identify opportunities for those types of collaborations. I would say on your second point, you know, from a funding and resourcing perspective, you’re right. We can’t do it alone. This burden shouldn’t be put on the city; It’s a, bigger issue. How do we set ourselves up for funding opportunities in the future for senior levels of government, it’s going to be important part of our our overall strategy.
Nothing was determined – but at least there is a start. Interesting that the push had to come form the Advisory Committee level.
By Pepper Parr
February 19, 2025
BURLINGTON, ON
It was a typical Burlington event: polite.
The three candidates, who were on the platform, knew their briefs, some better than others, and spoke clearly and to the point.
The all candidate meeting took place at the Port Nelson United Church in Roseland, the epicentre of politeness in Burlington
 Andrea Grebenc was the favourite going into the debate and left as the favourite. Andrea Grebenc was the favourite going into the debate and left as the favourite. Megan Beauchemin, the New Democrat suffered from being a late starter. On paper she looked very good; the profile is what the NDP looks for.
Unfortunately, the party structure had decayed, there wasn’t much in the way of an organization. Beauchemin relied on her husband to do a lot of the rebuild and run the campaign at the same time.
She stumbled a bit but she was certainly a very credible candidate.
She is employed as an automotive engineer (took a leave of absence to be the candidate)
 Kyle Hutton, the Green candidate was ahead of the other two on the innovative and bold ideas. Kyle Hutton, the Green candidate was the best speaker, he knew the issues and was ahead of the other two on the innovative and bold ideas. Hutton said in an interview before the all candidiate,that the Greens could pick up 12 seats and have party status, which was a stretch.
All three candidates were fortunate to have a very good moderator working from a script that he had carefully put together.
There were some light moments – he never let it get out of hand.
In their closing statements Grebenc’s passion was very evident. She has been seeking public office ever since she leaving the public school board where she served very well.
 Megan Beauchemin, the New Democrat candidiate. Megan Beauchemin struggled – but the future potential is clearly there.
The structure of the event had different people, selected before hand, ask questions based on specific interests: Housing, transit, budgets, health, education, livable income, and the minimum wage.
The only subject that didn’t come up was Regional government.
The failure on the part of Progressive Conservative candidate Natalie Pierre to be on the platform surprised everyone; the reasons given were very weak – pathetic as well.
By Staff
January 15th, 2025
BURLINGTON, ON
Waterdown wants to become part of Burlington.
A Waterdown resident said he has experienced firsthand, the frustration of our community being part of Hamilton. Despite high taxes, we receive barely serviceable amenities. Our property taxes continue to skyrocket yet we witness a stark lack in crucial services like police coverage. Our transit system is crucially flawed; buses move into Burlington first, then into Hamilton which is absolute nonsense for local commuters.
 Aligning Waterdown with the Halton region would greatly enhance our services and also potentially lower our property taxes. The communities in Halton enjoy high-quality services while being levied with comparatively lower property taxes. The year-on-year property tax hike in Hamilton is rapid and unsustainable for many Waterdown residents.
Apart from benefiting from improved services and lower property taxes, this move would reflect the distinct community identity Waterdown possesses, separate from Hamilton. We are not simply a sub-section of Hamilton, but a vibrant, independent community that deserves recognition and resources to suit our specific needs.
As residents speaking on behalf of our community of Waterdown, we urge the recognized authorities to take immediate action. This is not just a change for better services and lower taxes, but a change for the recognition and respect our community deserves. Please sign this petition to join us in advocating for the separation of Waterdown from Hamilton and aligning it with Halton.
Continue reading Waterdown wants to become part of Burlington
By Staff
December 23rd, 2024
BURLINGTON, ON
On both Christmas Day and Boxing Day, GO trains and buses will operate on a Saturday schedule and UP Express trains will run on a weekend/holiday schedule for both days.
Riders can transfer for free with One Fare between GO Transit and most local agencies, including the TTC.
New Year’s Eve Schedules
Metrolinx will be offering complimentary service on GO Transit and UP Express this holiday season in partnership with Forty Creek Whisky. And no, they will not be serving the beverage on the trains.
Both GO Transit and UP Express services will be free to all customers on New Year’s Eve from 7 p.m. until 8 a.m. on Jan. 1, 2025.
In addition, GO Transit will run extra late evening trips into Union Station to help customers travelling downtown, as well as a variety of special trains from Union Station after midnight to help them get home safely:
- Lakeshore East and West Lines: There will be additional trips arriving and departing regularly at Union Station throughout December 31.
- Milton Line: There will be additional late-night trips departing Union Station on December 31, with the last train departing Union Station at 2:55 a.m.
- Barrie Line: There will be additional late-night trips departing Union Station on December 31, with the last train leaving Union Station at 3:54 a.m.
- Stouffville Line: There will be additional late-night trips departing Union Station on December 31, with the last train leaving Union Station at 4:12 a.m.
- Richmond Hill Line: The 6:45 p.m. train departing Union Station will be cancelled and replaced with a later train departing Union Station at 1:15 a.m., making all stops before arriving at Bloomington GO at 2:21 a.m.
By Pepper Parr
November 20th, 2024
BURLINGTON, ON
Part of the budget process is the filing of Motions by Council members to add or remove an item to the budget.
During an all-day session Councillors Kearns and Bentivegna wanted to remove a $148,000 job for corporate affairs, Web and Digital Marketing.
We will cut to the chase and tell you that job was not cut – it was approved.
Getting to that point was awkward and enlightening.
The Chair, for this Committee of the Whole (CoW) was Paul Sharman. (At one point they were all chaired by the Mayor – she decided to share the workload – with different Councillors serving as Chair.
Sharman asked Bentivegnia to go first . Nope that wasn’t going to happen. Councillor Kearns used a Point of Privilege and asked: “Might it be possible if we could have the items put up on the screen for those in chambers?”
 Councillor Bentivegna: I’m assuming, is approved by someone, some people, a leader in whatever department that is, and it gets put into  Councillor Kearns: The report goes says that the purpose for it is to provide accuracy and so on and accessibility for content. Kearns: My request here is to remove the $148,000 and here’s the reasons why – the report goes on to say that the purpose of the ask is to provide accuracy and so on and accessibility for content.
This conversation has been taking place for a number of years. My concern here in reading this whole reasoning for this particular position is, I think we need to take care of the issues that we’re concerned with first..
Bentivegna: The information that gets put into the website. I’m assuming, is approved by someone, some people, a leader in whatever department that is, and it gets put into the web site. From my standpoint, I would like to see some information as to what specifically we need to take out? And then I think the accountability side of it is responsible by each department. You know, if I’m in a particular department and I’m looking for some information and then key it in and it’s not coming out properly, we either remove what is unnecessary or change what needs to be changed. I think once we get into that scope, and then we have a sort of an indication of where we are, I think then we can plan moving forward. Because I think this position is putting the cart for the horse in that this individual is going to basically say what I’m saying, which is: “Okay, everybody out there make sure that the information from your department is correct and it answers the concerns or questions of residents. That’s really my reason for it in terms of funding, I like Councillor Kerns idea of building it from within. But then again, I think we need to take care of the initial issues first and then move forward.
Sharman: I’m looking at the time process, I’m going to be monitoring everything. So questions are one minute and comments at three minutes. We just allowed a maximum of up to three minutes for Councillor Bentivegna introductory comments. I wonder whether do we need to talk about them both? Did you want to make a comment initially about what you’re suggesting Councillor Kerns so that we could do both at the same time, I would prefer to do them both at the same time. So would you comment please.
Kearns: Sure. “While this is the same line item within the budget, it has a different approach to maximizing and optimizing the funding. Should the the funding be removed from the budget. It’s equitable across the two proposed amendments. In my research and scan and dialog with with communications department within corporate affairs, what’s become abundantly clear is that this is probably one of the strongest areas within the employment landscape, which is having its base requirements change and shift and be advanced at an accelerated rate, with additional technology investments, as well as new tools that can make communications faster, clearer and more efficient.
“While I have worked with staff to go through the entirety of the department, which does incredible, great work across different sectors, which is the comms piece, it’s the support piece, and it’s, of course, the engagement pieces in this department, what became clear is that perhaps retraining or reallocation or harmonizing across different departments would hopefully lead to, in this year, at least a reallocation of an existing resource to continue to support this role, which is SEO (Search Engine Optimization) and digital marketing.
 HOW we do it is the big question So in that regard I will table it, because I think one of our roles was to identify any types of savings. Look for synergies, look for opportunities. Add in a market scan, add in the changing context and landscape within the world as it relates to each and every one of the departments that we oversee. That’s why this one is drafted a bit differently than simply removing that. There is no doubt that the service is still required. We still need to bolster our SEO, bolster our web collateral. How We Do It is where we can take a second lens and look at it for this year, if we don’t find an area that we can bring those re-allocated resources in to support through either retraining or recalibrating, then we can look at this again next year; that that was my approach for this one, in consultation and with understanding from staff. I know it wasn’t an overly welcome to ask, but sometimes there’s definitely tension when we come and do the budgets. But this is just that healthy tension, and that dialog between staff and Council.
Sharman: Could you clarify – you used the word table. What did you mean by that?
Kearns: Put it on the table?
 Sometimes tabling means taking it off. Sharman: Oh, you mean your proposal. Just wanted clarity. I don’t know. Sometimes tabling means taking it off. I don’t know, my guess, thank you for that. I’m going to move to questions from Councillor Galbreath,
Galbraith: I just really want to hear from staff on the potentially removing of the advisor, and two on the funding resources from other parts of city operations. Just want to be clearer on what other parts would be funding this, if we keep it in.
At that point Leah and Oanh were asked to introduce themselves.
 Oanh Kasperski, Director of Communications and Engagement on the left and Leah Bortolotti Head of Corporate Affairs. Leah Bortolotti: I’m the head of corporate affairs. I’m Oanh Kasperskki, Director of Communications and Engagement.
Council was about to learn just how much they didn’t know about the way the city handles its web site.
Note: The software we use to capture who is speaking is less than perfect. We don’t always know who is speaking – in this case was it Oanh or Leah? The two work so well together it was hard at times to tell from the transcript which person was talking.
First – there is no web master – no one person that has oversight over just how the city web site works.
 No dates making it hard to know if you are getting the most recent information. Each department just loads their content – and that’s it. For those who have wondered why you could never find anything or when you did search and find something there were so many entries – most with no date – you gave up.
So to the question that was asked about potentially removing this position, what you would risk would be compliance with AODA standards, pertinent updates we talk about.
Leah Bortolotti I like this example. We talk about the flood that happened in in July. And the number one thing people used was the phone, right? They called in. But the second thing they did is they checked on the website for updates, right? And people are coming there annually.
6.7 million people come to the city website annually. are coming to our website. There is an increase in reliance on the city’s website to provide pertinent information; updating information is constantly changing. We have Council, we have committee every month. We have things changing from the province, federally as well that’s impacting our information. If we don’t have someone dedicated to do that, we risk not only internally, having a very cumbersome system, also because we do the internet, this would be a position that would work on the internet, but also providing incorrect or inaccurate information to our residents.
 Leah Bortolotti We hear this at committee or council, that the information is hard to get, that they can’t understand it. And while I’m relatively new to the city, what I do understand is this has been something that has been requested for several years. Councillor Kerns talked about the systemic issue when it comes to communications engagement, and that really resonated with me, something that I took back. What we are seeing here, if something continues to pop up saying, you know, it’s hard to access information, your website is hard to navigate, I can’t get the relevant information. There’s always a need for continuous improvement at the city, we understand we can communicate better. We can find more creative ways to engage the public.
What we’re we’re seeing here is that we can’t continue to work on the side of our desk. The communications advisors have 25% of the city’s work, and 267 projects right now are active, with 1400 completed this year, and so they are working diligently. There’s always a need to do more, but not funding this position will not change the outcome when it comes to capacity and our ability to be nimble and respond to a changing landscape with constantly changing information.
Councillor Bentivegna: I’ll just add two quick things. I think that if we take a step back for a moment, the idea that we can be a community of this size growing the way that we’re anticipated to grow and not have a single staff role accountable for the website, acknowledging that this is work, as Leah said, that gets done off the side of people’s desks. Not having that person available introduces a level of risk that I don’t think is where we want to go as a community, particularly given that we’ve heard from our community over and over again that the web is an important place for them to go for city information.
Kasperski: The other thing I’ll say is that when we think about the communities communications channels, they’re fairly mature.
They continue to grow incrementally year over year, but generally, they’re fairly mature. As we grow as a community over the next 25 years, and we want to continue to reach more people, different people than we’ve been able to reach before, in ways that are important to them. I think we need to do the digital marketing piece of it, so that we can be proactive, so that we can be strategic and targeted and continue to engage more of our audiences year over year.
I appreciate that Council has very difficult decisions to make around a budget season; this is not something that we would move forward if we thought the skill set or the capacity existed on the team currently in place. It isn’t. Someone else can do it if we train them or if we invest in them. This is a highly specialized skill – I just want to make that perfectly clear.
Leah Bortolotti: I’ll speak on a macro level, on that. I can’t tell you where we might have some funding elsewhere to fund this role. I can’t really look at the city in my capacity and say, Okay, take from here to fund that if, if that was what council decided, then that would be your decision. But I think regardless of where that allocation or reallocation of resources came from, what I would say from a head of corporate affairs position is that we would need to find the resources somewhere to fund this position.
Chair: Have you got any other places to cut money?
LeahBortolotti: I have to tell you – I do not. I guess there was a decision the executive management team level to support this. So this is one of the ones that did go forward, that we did support. There were others that didn’t get through that process.
Councilor Nissan. One question I have is, there’s also a reference to strategic communications, which I think is a great opportunity for us. But how are we going to find someone who’s an SEO and website lead who’s also an expert in strategic communications? How’s that gonna work?
Kasperski: Well, I think we’d like to take a shot at it, so we’ll see what the market will bear. But I think that currently, when we look at the job responsibilities, we do want to prioritize that content management piece, the SEO will come out of that. If we can get somebody who is strategic in terms of how they see the content map for the city, how it maps against our website. I think that the SEO will come out of that. If we have a really, really strong content, it’s easy to find, it’s accessible, I think that that will generally improve our SEO game.
 Leah Bortolotti : That’s a great question when it comes to kind of the different skill set here. So what we’re looking for is someone that’s highly specialized, technical, you’re right strategic as well; that’s kind of like finding a needle in the haystack, but one is coachable. One comes with the technical skill set to make your information more marketable, more accessible, it’s kind of, it comes it builds with that experience and anything that isn’t there inherently through training when it comes to that, that educational background strategy. I mean, we all strategize here. It’s very hard to coach the technical skills that are involved with web and marketing advisor. I couldn’t do it for sure.
Last question, any savings for us not advertising in the Burlington Post that can be reallocated or have those gone into mail outs and other places ?
Kasperski: The city’s current advertising budget is, or at least the part of it that sits within communications is very, very limited. Some of the amount is allocated to paid advertising, I think we spend probably 80% of it distributing City Talk the two issues that we’ve committed to doing so there’s very little to begin with, and I don’t think that I can speak to many savings given how, how little we’re working with.
Councillor Bentavegna: Just two, two quick questions. Can you tell me who authorizes the information in terms of the accuracy and the accessibility that goes on to the website.
Leah Bortolotti: So I’ll take it from a broad level, and then I’ll have Oanh, who’s the Director of Communications, take it from a micro level. So from a macro level, let’s say we’re working with the Commissioner of Development and Growth Management for instance. We’re getting information from that department, we’re working with the subject matter expert in that division or that department to confirm what is being drafted for communications is accurate.
Once that goes to the relevant communications advisors, because all the communications advisors have their own files for four pillars (name them) that would then go online. The problem, or the gap that exists right now is that once that information goes online, changes might not always be communicated, and changes might not also be understood. Like, let’s say the province changes something, and we don’t catch wind of it until two or three weeks later, that information is already out of date. What I would say is to have the position we want to fill be proactive and the monitoring of the information on that website and proactively reaching out to that division department to say, is this information still accurate? We are doing an audit of x, and this is why we need to have you double check it to verify if it’s true and if it’s not, then that person would then change the content to make sure that it is up to date.
Leah Bortolotti: I think, in an ideal world where there’s capacity to also do the end-to-end would be great. They are creating the content, they’re verifying it through the relevant departments, and then they’re also uploading that information. Absolutely, that would be perfect.
Mayor Meed Ward: The problem is, right now, there’s only one person whose role does not include updating or working on the website – is that right?
Leah Bortolotti: In an ideal world where everyone was trained on updating that website and ensuring that their contents are current, absolutely but the reality is that the advisors are also working on projects across the city and then for one councilor as well. Everyone has a dedicated Councillor that they work for as well for communication support. Could we be more proactive? What I’m saying is, there’s a capacity issue just plain and simple, and we’re not always on the back end, scanning the website and all of its variety of pages to ensure that the content is relevant, because we’re working on projects of the day.
My second question is a quick one. You mentioned 6.7 million users. That’s a lot of users. Do we track, if I went on to the website and didn’t find what I wanted to when I first went on and went on again immediately after? Do we track duplicates or triplicates in terms of the 6.7 million, does the system tell us that I went in twice or three times for the same thing?
Leah Bortolotti: That’s a great question. Councilor through the chair. So the data that we’re tracking is unique users through IP addresses. So if you’re going through again on the same device, then it would tell us that it’s the same user. We’re also getting the number of sessions and page views against individual users. So we can tell if we’ve got particular IP addresses that are coming back over and over again, you’re spending a very small amount of time on a single landing page, and then we call it bouncing. They leave immediately after.
We can deduce from that either they found what they needed really, really quickly, or they didn’t at all. Right, we can look at some of the user journeys and get a better sense of it through some of the data, but we do have that available to us. What we’re seeing is, for the most part, people use the website to access services. So they are coming in through a Google search, which is why the SEO is so important to us. They are finding a particular set of pages related to that service that they’re interested in. They’re getting the information that they need, and then they are leaving.
That’s the general experience that we’re seeing so far, and that’s why the content that exists on those sub pages becomes really, really important. Is it up to date? Is it relevant? Is it delivered in a way that provides people with what they need in an accessible manner? That’s what this role is built for.
In 2022 in our budget, we provided $150,000 to take the website from 2015 standards, the last time it was either invented or updated, to 2022 standards. The regulatory requirement for the AODA compliance from that time as well.
A Council member asked: Are you saying that we haven’t either templated any uploads to be AODA compliant, or we just haven’t had anyone go back and check AODA compliance?
I’ll go round about a little bit on this one. Best practice in the field is typically to update it every two to three years. If you look at your iPhones, if you look at your tablets and your computers, there’s a shelf life to some of this technology, and so AODA compliance is one of the things that we’re looking for.
AODA compliance also requires us to meet different standards that are progressively higher over time. So we have a different set of standards to meet today than we would have had in 2022 to ensure accessibility of our materials in our site.
Sorry, I thought that the AODA compliance was by 2025 – are you saying it changed again? So it would be a different level of AODA compliance. Starting in 2025 would be the highest level. Okay, I just think that there’s a difference here between AODA compliance and all the other things that you might be communicating need to go in around website cleanup and broken links which still exist and things like that.
Yeah, it’s fundamentally a website management role with digital marketing attached. And so all of the things that you would look at in terms of website management and administration, are the things that we would be looking for this role to take on.
Bentivegna: A quick question for you. So given the increasing sophistication of everything, internet, everything, it environmental factors, and the loss of the Burlington Post, does that make the task that you’re you’re proposing here more critical?
Leah Bortolotti: through the chair? I would say absolutely. But it’s more so that we’re seeing now more than ever, people are they’re not passively consuming, they’re actively consuming, and so they’re looking for that information. And so we need to make sure I had this correct. We host over 500 static pages, 650 dynamic pages, and 1400 documents. That’s constantly changing. We also have a changing population, so some of this information isn’t easy to consume for them.
When it comes to providing relevant information, absolutely, we need to make sure that the integrity is there as a city that we’re giving them the most up-to-date information.
 The AI symbol We talk about artificial intelligence all the time. It’s very exciting. I get excited about it in regards to how it can support our own CoBy When residents reached out to COBY it’s pulling from our website. So you still need a human to make sure that that information is relevant and up to date. COBY is not going to say, or AI, is not going to say at its current state for our city website. Oh, on page X, down the rabbit hole, this is out of date.
We need a human being to do that and then train the AI so in very critical times when people are looking for relevant information – flood grant relief programs that the city offers, COBY was using the information that a human made and put on the website to make sure that it was sharing the right information with residents.
Chair Sharman: I’m going to treat this item as already moved by both the council members. I don’t think we need to move it again, but I’m going to ask for comments.
 Councillor Stolte Councilor Stolte: My comments will be brief. It had not occurred to me to look to remove this item, and I’m certainly been convinced with all the conversation that we’ve had that engagement and communication is critical. I totally agree that we have residents who are seeking out that information actively, which is great, and if the information is not updated and relevant, it results in added workload on Counsellors offices, Counsellors’ assistance Service Burlington, as people struggle to get the information they need. If filling this position allows people to get the updated and current, relevant information they need, then I think it’s well worth it.
Councillor Bentivegna: When we did the 2022 update it included the Burlington Transit website and a couple of other websites too Will this include Get Involved ?
Kasperski: Through the chair, absolutely. This osition specifically would be for website management, so anything that we have would be this specific role.
 This feature will build out over time. It grows based on the information it can refer to. Bentivegna: And you brought up AI – CoBy is great, he or she, whoever that person is, I actually test the system. I ask questions, as a resident may ask questions, and it says, please go to Service Burlington or whatever. So I guess my comment is, how can we utilize such a great resource which a lot of our public does not know he exists, or she exists, or it exists, and for us to look at staff wise. How do we put in those questions that are commonly asked because we already know them and fix it. That’s where I want to get to before we allocate more funds to make things even better. I think we need to fix what we have and then move forward maybe two times, rather than just moving forward and having to go back and talk to CoBy.
Mayor Meed Ward: Chair through you. I do see this as a critical investment in community engagement, especially when the Burlington Post and other outlets are struggling to provide the information to the community. We know there’s been an increased cost. The Hamilton Spectator, where we now have to advertise certain things we used to put in the Post, is far more expensive than the Post. I know that’s taken a hit with your budget, and when 6.7 million residents visit, some probably every day, go to the website, you know, obviously that’s 6.7 million attempts to find information. It needs to be accurate, it needs to be accessible, and it needs to be there. So I see this as an investment in our community and community engagement, giving them transparent, accountable information.
Two votes were required. Bentivegna lost on his Motion and Kearns lost on her Motion – and the ask for the $148,000 stayed in the budget. City Council now knows a lot more about just how bad the city website is. What was really evident was that neither Kasperski and Bortolotti knew very much about how a newsroom handles the flow of information from a keyboard to the press room or the internet. That is not a knock on either woman – they certainly knew what they were up against with the website that is currently in place. They certainly know now what they are looking for and they know this is not going to be an easy placement.
The communications people all have certificates in public relations – not a newspaper person in the department.
At the provincial level the Communications Director for every department is a former senior newspaper person – people who understand media, have decades of experience, and reliable sources.
The really good news is that Kasperki and Bortolotti have managed to get past the first ask – they will need additional people next budget. If they hire the right person and manage the job that gets done the public will be a lot better off when it comes to getting information.
By Pepper Parr
October 31st, 2024
BURLINGTON, ON
The 600 page agenda that Council members are going to have to get through in two days has an interesting item.
 For a small structure, the John Street transit station has had a huge impact on the development of high-rise towers in the downtown core. Relocation of the Burlington Transit Terminal
Direct the Director of Burlington Transit to proceed with relocating the Burlington Transit Bus Terminal from 430 John Street to the Burlington GO Station, located at 2101 Fairview Street; and
Direct the Manager of Realty Services to proceed in accordance with the instructions sought in the confidential transit department report.
The immediate question is why?
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